Boundary Spanning & 5 Other Leadership

Laws for the Future

Association for Governing Boards of Colleges and Universities

John R. Ryan, President & CEO

Center for Creative Leadership

2011 Center for Creative Leadership. All rights reserved.

Many enterprises fail because management

sooner or later "loses the ability to recognize

and adjust to new and changing conditions."

H. Smith Richardson

Founder of CCL

© 2013 Center for Creative Leadership. All rights reserved.

86% of executives say working across boundaries is crucial…

but just 7% say they are very

effective at it.

1. Span Boundaries

© 2013 Center for Creative Leadership. All rights reserved.

3 boundary spanning strategies

©2010 Center for Creative Leadership. All Rights Reserved.

Discovering New Frontiers

Forging Common Ground

Managing Boundaries

Differentiate Integrate Innovate

9

Other People

20

Coursework and Training

10

Challenging Assignments

70

2. Create Challenges

3. Practice Learning Agility

© 2013 Center for Creative Leadership. All rights reserved.

4. Sharpen Judgment

© 2011 Center for Creative Leadership. All rights reserved.

People Judgment:

Get/retain right talent on your

Board & Team

Develop cognitive diversity

Strategy Judgment:

Frame the right questions

Maintain humility

Crisis Judgment:

Slow down to speed up

*

*

*

Be a Chief Listening

Officer.

Connect constantly to all groups and stakeholders.

Reach the front lines frequently.

5. Communicate Strategically

© 2013 Center for Creative Leadership. All rights reserved.

| Leadership for Organizational Innovation © 2013 Center for Creative Leadership & Design Continuum Inc.

6. Think Innovatively Business Thinking v. Innovative Thinking

Logical

Deductive/Inductive reasoning

Requires proof to proceed

Looks for precedents

Quick to decide

There is right and wrong

Uncomfortable with ambiguity

Wants results

Intuitive

Abductive reasoning

Asks what if?

Unconstrained by the past

Holds multiple possibilities

There is always a better way

Relishes ambiguity

Wants meaning

Two Sides of the Same Coin

Innovation Thinking Competencies Innovation Leadership

Collaborative: share insights and ideas

Foster productive dialogue by embracing diverse viewpoints

Experimental: rapid prototyping, make solutions feel real

Generate insights through exploration and experimentation

Integrative: consider the whole Synthesis, rather than analysis

Abductive: redefine the problem, ask what if

Bring information to life through use of metaphor

Interpretive: look for different perspectives

Perceive more deeply, beyond first impression

Personal: consider the customer point of view

Tap into personal experiences to gain fresh perspectives

Personalizing

Paying Attention

Imaging

Crafting

Serious Play

Collaborative Inquiry

© 2013 Center for Creative Leadership. All rights reserved.